Page 73 - Leaders in Legal Business - PDF - Final 2018
P. 73
3. Anger: We’ve mentioned anger as a decisive component of the New Normal; let’s
understand what it means. People are angry in ways we have not seen since the 1968-72
period at the height of the anti-Vietnam War movement, and at times it feels like we are
moving toward an 1856-1860 pre-Civil War environment. Trust is at a premium, and
your corporate trust bank may be overdrawn. Indeed, the five big tech companies —
Facebook, Apple, Amazon, Netflix, and Google (or FAANG) — are moving from gods
to robber barons before our eyes. No time on Mount Olympus is ever permanent, as trust
is now measured in terms of days and weeks: Yesterday, you or your client might have
gotten the benefit of the doubt. “That’s not the company I’ve come to know and trust,”
said your stakeholders. But now they’re wavering and, in a week or two at most, you will
be perceived guilty until proven innocent.
Now, more than ever, you have to use your peacetime wisely and build a brand like
Hershey’s or Harley-Davidson’s. Such companies have armies of true believers who know that
problems are the exception rather than the norm. To aspire to this favored circle, you have no
choice but to build your trust bank now, before the litigation or crisis tests your brand loyalty.
Once the blockbuster lawsuit is filed, the lawyers need to ask the communications professionals
what they are doing outside of the litigation to earn trust in an environment where trust is no
longer a given.
What Separates Success and Failure in High-Profile Litigation and Crisis?
In working on hundreds if not thousands of high-profile matters around the world, we
have found three consistent rules that separate success and failure:
1. Fear: Companies hire senior executives for their monetizing skills in order to grow the
company. They spend precious little time during the hiring and integration stage focusing
on the descendant side of the curve. How will they do in a crisis? Most people have never
been in the foxhole and they are just not at their best under fire. Even in the military,
when highly trained soldiers go to battle, it is assumed that 50 percent won’t discharge
their weapons when they need to. If your teams are not tested, haven’t prepared for a
crisis, are not accustomed to making rapid, critical decisions with the information at
hand, they will be ruled by fear. Fear never allows for the best decisions. Only through
practice and drilling do we develop the instincts that overcome the power of fear.
2. “What got you here won’t get you there.” Because the careers of most crisis team
members are all about building the company and success, their perception is to just keep
doing more of the same in a crisis; presumably, that will work as well as it did prior to the
crisis. The presumption is natural, but it’s wildly unjustified. In a high-profile matter, all
the rules change. Your audience is different because it’s now comprised largely of non-
customers and non-shareholders. You are no longer trusted. Prior to the high-profile
event, all you needed to do to be on the side of truth was to say you are. Now, you need
others to do the evangelizing and it’s all subject to proof in any event. Nor is everyone
within the company rowing in the same direction. The longer a crisis goes on, the likelier
it is that people will start worrying about their division, their personal liability, and, of
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understand what it means. People are angry in ways we have not seen since the 1968-72
period at the height of the anti-Vietnam War movement, and at times it feels like we are
moving toward an 1856-1860 pre-Civil War environment. Trust is at a premium, and
your corporate trust bank may be overdrawn. Indeed, the five big tech companies —
Facebook, Apple, Amazon, Netflix, and Google (or FAANG) — are moving from gods
to robber barons before our eyes. No time on Mount Olympus is ever permanent, as trust
is now measured in terms of days and weeks: Yesterday, you or your client might have
gotten the benefit of the doubt. “That’s not the company I’ve come to know and trust,”
said your stakeholders. But now they’re wavering and, in a week or two at most, you will
be perceived guilty until proven innocent.
Now, more than ever, you have to use your peacetime wisely and build a brand like
Hershey’s or Harley-Davidson’s. Such companies have armies of true believers who know that
problems are the exception rather than the norm. To aspire to this favored circle, you have no
choice but to build your trust bank now, before the litigation or crisis tests your brand loyalty.
Once the blockbuster lawsuit is filed, the lawyers need to ask the communications professionals
what they are doing outside of the litigation to earn trust in an environment where trust is no
longer a given.
What Separates Success and Failure in High-Profile Litigation and Crisis?
In working on hundreds if not thousands of high-profile matters around the world, we
have found three consistent rules that separate success and failure:
1. Fear: Companies hire senior executives for their monetizing skills in order to grow the
company. They spend precious little time during the hiring and integration stage focusing
on the descendant side of the curve. How will they do in a crisis? Most people have never
been in the foxhole and they are just not at their best under fire. Even in the military,
when highly trained soldiers go to battle, it is assumed that 50 percent won’t discharge
their weapons when they need to. If your teams are not tested, haven’t prepared for a
crisis, are not accustomed to making rapid, critical decisions with the information at
hand, they will be ruled by fear. Fear never allows for the best decisions. Only through
practice and drilling do we develop the instincts that overcome the power of fear.
2. “What got you here won’t get you there.” Because the careers of most crisis team
members are all about building the company and success, their perception is to just keep
doing more of the same in a crisis; presumably, that will work as well as it did prior to the
crisis. The presumption is natural, but it’s wildly unjustified. In a high-profile matter, all
the rules change. Your audience is different because it’s now comprised largely of non-
customers and non-shareholders. You are no longer trusted. Prior to the high-profile
event, all you needed to do to be on the side of truth was to say you are. Now, you need
others to do the evangelizing and it’s all subject to proof in any event. Nor is everyone
within the company rowing in the same direction. The longer a crisis goes on, the likelier
it is that people will start worrying about their division, their personal liability, and, of
59
